团队内部冲突管理

GROUPS, TEAMWORK, AND CONFLICT ISSUESChapter 8WHAT IS A GROUP?A group refers to two or more people who personally interact with each other in order to achieve a common goal.TYPES OF GROUPSInformal groups: arise spontaneously throughout all levels of the company and evolve out of employees needs for social interaction, friendship, and status.Formal groups: deliberately formed by management for the purpose of attaining company goals.CHARACTERISTICS OF GROUPSNorms: A generally agreed-on standard of behavior that every group member is expected to follow.Conformity: Group pressure forces its members to conform, or comply, with the norms established by the group.CHARACTERISTICS OF GROUPSCohesiveness: An emotional closeness that exists among the group members, and its success depends on how well the group sticks together and acts as a single unit instead of as a group of individuals.WHY JOIN GROUPS?Affiliation (security, belonging, friendship)Power (reassurance and support)Identity (awareness of personal identity)Goal accomplishment (the more brainpower, the better)GROUPTHINK ISSUESGroupthink: The tendency of highly cohesive groups to lose their critical evaluative abilities and out of a desire for unanimity, often overlook realistic, meaningful alternatives as attitudes are formed and decisions are made.HIDDEN AGENDA ISSUESHidden agendas: Comprised of attitudes and feelings that an individual brings to the group. Hidden agendas represent what an individual or group wants, instead of what they say they want.HOW TO HANDLE HIDDEN AGENDAS1. Realize a hidden agenda is a natural part of the group process because people have their own goals and needs.2. Recognize that a hidden agenda might be present when the group is having difficulty in reaching its goals.3. Decide how to bring the hidden agenda to light. TEAMWORK & TEAM-BUILDING ELEMENTS1. A team is composed of two or more persons in the company, usually from different departments.2. The members are competent and knowledgeable in the way they carry out their duties. TEAMWORK & TEAM-BUILDING ELEMENTS3. The team is constantly learning and growing; adapting itself to changing requirements and multiple goals.4. Its work is consistently superior in both quality and quantity.TEAMWORK & TEAM-BUILDING ELEMENTS5. Problems and conflicts within the team are addressed quickly and professionally.6. The quality of decisions made by the team is high, and members share a sense of satisfaction in work accomplished.TEAMWORK & TEAM-BUILDING ELEMENTSMultiskilling: Requires team members to learn every job on the team.Effective teams are built; they dont just happen.Team-building efforts focus on how team members relate to each other and how work is completed.HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?1. Avoid arguing for your own viewpoint; state it clearly and then listen to others.2. If the discussion reaches an impasse, look for a new option that is the next best alternative for everyone.HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?3. Never change your mind just to avoid an argument. Encourage different opinions among team members.4. If an agreement comes too quickly, take another look at the issue.HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?5. Do not give way to others viewpoints unless you feel they have reasonable merit.6. Avoid using conflict-reducing tricks to reach agreement, such as majority vote, flipping a coin, or bargaining.HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?7. Make sure that every member of the group contributes.Making the transition to teams means a fundamental shift in power and authority. Managers must get used to being coaches who liberate.CONFLICT RESOLUTIONSManagers are likely to spend about 30 percent of their time dealing with conflict.A managers goal should not be to eliminate all conflict but to minimize and redirect dysfunctional discord by seeking and applying constructive resolutions.UNDERSTANDING & RESOLVING CONFLICTSBenefits of Conflict:Conflict produces changeConflict leads to unityConflict promotes compromiseCONFLICT RESOLUTION PROCESS1. Identify the problem (maybe reframe it).2. Look for solutions.3. Choose the best solution.4. Act.5. Evaluate.Good communication is the key.WHAT IF CONFLICTS BECOME HEATED DISCUSSIONS?1. Be aware of your feelings.2. Take a break if your feelings get too hot to handle. Divert yourself.3. Count to ten slowly.4. Consult with someone who has a calming effect on you and whom you can trust.WORKPLACE REALITIES THAT HINDER CONFLICT RESOLUTION ATTEMPTS1. Employees are afraid to criticize their bosses.2. People are self-protective of their positions and power.WORKPLACE REALITIES THAT HINDER CONFLICT RESOLUTION ATTEMPTS3. Technical expertise is intimidating to those with less knowledge.4. People see problems from their own viewpoints rather than the broader organizational perspective.MANAGING & NEGOTIATING EFFECTIVE SOLUTIONSManagers dont want to deal with these two issues:Conflict resolutionPerformance evaluationWorkplace violence usually results from suppressed internal conflictSTRATEGIES IN CONFLICT RESOLUTIONAvoidance or withdrawal strategy (low concern for work and people)This manager sees conflict as a hopeless, useless experienceWill comply to avoid disagreement and tension, will not openly take sides in a disagreement among others; feels little commitment to any decisions reached.STRATEGIES IN CONFLICT RESOLUTIONSmoothing (emphasizes maintaining relationships at the expense of achieving work goals)Manager tries to make everyone happy; believes conflict is destructive.Since manager wants others acceptance, hell give in to others desires and sacrifice his own desires. STRATEGIES IN CONFLICT RESOLUTIONForcing (cares about production goals without concern for the needs or acceptance of others)For this manager, losing is destructive because it is viewed as a weakness, reduced status, and the loss of self-esteem.Winning must be achieved at whatever cost; gives manager a sense of achievement.STRATEGIES IN CONFLICT RESOLUTIONCompromiseExists when one of these conditions is present:Neither party has the power to force the issue on the other partyOne or both parties believes resolution may not be worth the cost in money, time, or energy needed to win.This strategy is related to negotiating.STRATEGIES IN CONFLICT RESOLUTIONMaximization (win-win strategy)This strategy follows a mutual problem-solving approach rather than a combative one.Managers assume a high-quality, mutually acceptable solution is possible.Both parties direct their energies toward defeating the problem, not each other.NEGOTIATING STYLESThe Fast-Flashy Style These people are razzle-dazzle negotiators with high volume and quick actions.They attempt to generate power by attempting to overwhelm their opponents with charm and wit.NEGOTIATING STYLESThe Fast-Flashy Style cont.This person always smiles, has a joke for every occasion, and gains and holds attention.This style keeps opponents off balance and can be effective.This negotiator counts on sweeping the opponent away through false charm and quick wit.NEGOTIATING STYLESDictators (win-lose)The dictator tries to overpower with his subtle display of confidence. Confidence comes from being extremely well organized, thorough in preparation, and continually low key and cool.The dictator can control situations.NEGOTIATING STYLESParentsParents offer comfort, listen intensely, provide a soothing environment, and try to convince opponents that the solution pro-posed is for the opponents own good.Parents offer love, acceptance, under-standing, and compassion; a very manipulative style.NEGOTIATING STYLESWin-Win Style (Integration)Assumes that a solution can be reached that will satisfy the needs of all parties.Components of a win-win style:Separate the people from the problemFocus on interests, not positionsGenerate several possibilities before deciding what to doInsist that result be based on some objective standard.CONFLICT ISSUESJob StressStress - any external stimulus that produces wear and tear on a persons psychological or physical well-being.Burnout - a stress-related affliction resulting when people invest most of their time and energy in a particular activity.Work is the leading cause of stress.CONFLICT ISSUESManaging StressWork off stress with physical activityTalk out your worries with someone you trustLearn to accept what you cant changeAvoid alcohol and medicationCONFLICT ISSUESManaging StressGet enough sleepBalance work and recreationDo something for othersTake one thing at a timeGive in once in a while (you arent always right!)Get a lifeCONFLICT ISSUESTime ManagementHow to overcome procrastination:Set a deadline for starting a task and stick to itGet going with something easyReward progressSet short- and long-term goalsMake a daily “to do” list and prioritize items on itCONFLICT ISSUESTime ManagementAsk yourself, “Whats the best use of my time right now?”Use a daily planner and keep it currentDo it NOW.if possibleCONFLICT ISSUESSetting PrioritiesA activities - most important and crucial to the job; should be main focus of your time.B activities - have medium priority; important but less so than A activities.C activities - low-priority activities; routine and not that important